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Leadership Development Practices and Organizational Performance
dc.contributor.author | Subramony, Mahesh | |
dc.contributor.author | Segers, Jesse | |
dc.contributor.author | Chadwick, Clint | |
dc.contributor.author | Shyamsundar, A | |
dc.contributor.author | Dooney, John | |
dc.date.accessioned | 2019-11-08T17:18:28Z | |
dc.date.available | 2019-11-08T17:18:28Z | |
dc.date.issued | 2017-11-30 | |
dc.identifier.citation | Mahesh V. Subramony, Jesse Segers, Clint Chadwick, Aarti Shyamsunder, and John Dooney, 2015: Leadership Development Practices and Organizational Performance. Proceedings, 2015, https://doi.org/10.5465/ambpp.2015.37 | en_US |
dc.identifier.uri | http://hdl.handle.net/1808/29743 | |
dc.description.abstract | Leadership development is receiving increasing attention from scholars and practitioners globally. In this study, utilizing a sample of 223 organizations in an emerging economy (India), we discovered positive relationships between two bundles of leadership development practices (i.e., differentiation and integration; Day, 2000) and two forms of organization-level intangible assets - human and social capital. Further, our results suggest that organization-level human capital fully mediates the relationship between the differentiation bundle (consisting of practices aimed at increasing individual leaders’ self-awareness and competence) and organizational performance, as measured by sales growth; and that social capital is marginally related to organizational innovation. | en_US |
dc.publisher | Elsevier | en_US |
dc.rights | Copyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use. | en_US |
dc.rights.uri | https://creativecommons.org/licenses/by/4.0/ | en_US |
dc.subject | HRM | en_US |
dc.subject | Leadership development | en_US |
dc.subject | organizational performance | en_US |
dc.title | Leadership Development Practices and Organizational Performance | en_US |
dc.type | Article | en_US |
kusw.kuauthor | Chadwick, Clint | |
kusw.kudepartment | Business | en_US |
dc.identifier.doi | 10.5465/ambpp.2015.37 | en_US |
kusw.oaversion | Scholarly/refereed, author accepted manuscript | en_US |
kusw.oapolicy | This item meets KU Open Access policy criteria. | en_US |
dc.rights.accessrights | openAccess | en_US |
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Except where otherwise noted, this item's license is described as: Copyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.